Useful Explorations for People Who Want to Change the World

values

Kent Brockman: Mr. Simpson, how do you respond to the charge that petty vandalism such as graffiti is down 80%, while heavy sack beatings are up a shocking 900%?

Homer: Oh people can come up with statistics to prove anything Kent. Forty percent of all people know that.

– The Simpsons, “Homer the Vigilante”

We live in a world where civil discourse has become a rare commodity. There is little productive debate on topics of great importance, because people of influence and affluence have decided to force every issue into a framework consisting of lines drawn in the sand. This presents a tremendous challenge not only to democracy, but also to anyone advocating for social change.

I am not a scholar of the art of rhetoric. Nor do I claim to understand how argument and debate manifest themselves in cultures other than the one in which I live. With that in mind, here are a few thoughts on how you might, or might not want to approach arguing.

Arguing as Seed Planting

There are different definitions of “winning” an argument. An argument does not have to be a knock-down-drag-out fight. Sometimes the win simply consists of giving the other person something to think about.

Unless it is a unique situation involving instant replay enabling rules, when a coach or manager in any sport argues with a referee, they do not usually expect that a call will be immediately overturned. They are, however, planting seeds of concern or doubt in the mind of the official. If I tell you that number 12 is routinely breaking a rule, you will probably pay more attention to number 12 as the game moves forward.

Don’t Argue Values

The issues that we disagree on are laden with personal values. People have opposing views on issues because they have conflicting values. I dislike chocolate ice cream. I love vanilla ice cream. You will never convince me that chocolate ice cream is preferable to vanilla ice cream. When you argue that chocolate is better than vanilla, what is in dispute is a value. It is a preference, not a fact.

We should not fall into a trap of engaging those with whom we disagree in arguments about values. If you argue, it should be about facts. Facts still matter, and your facts should always be accompanied by evidence. In fact, next time you feel yourself being pulled into an argument, try the following approach. Don’t immediately set out trying to change the other person’s mind. Don’t tell them that they are wrong. Instead, articulate as clearly as succinctly as possible, the reasoning that supports your position. When you meet a skeptical person explain to them why you have taken your stand.

Don’t Argue – at Least Not with Everyone

There is a psychological concept known as cognitive dissonance. It suggests that people have a hard time dealing with the stress created by simultaneously holding contradictory beliefs, ideas, or values. It is believed that in order to reduce the discomfort created by the conflicting ideas, people will avoid the introduction of the conflicting ideas whenever possible. There are multiple research studies that suggest that people often see attacks on their belief as attacks on their identity, thus making them dig in their heels even more, thus increasing divisiveness.

If you refer back to my piece, “Change Happens at the Center,” you will see a strategy that may be useful when you’ve identified where a person sits on the continuum of opinion of the issue in question. The idea is to avoid the line in the sand people by focusing on moving passive opposition to a neutral state; neutral people to a passively supporting state; and passively supportive people to a fully committed state. Read that full post here.

Agree with Your Opponent

Using a type of paradoxical thinking, you might use an approach that doesn’t directly argue with a person, but rather, tells them that they are right. Then, using their assumptions, you come up with absurd examples that prove their point. Fair warning, this technique can backfire so be sure to practice it in some friendly, inconsequential settings first.

Go Ahead and Argue

Finally, if you absolutely have to throw down the gauntlet, try to go in with some sort of strategic framework. Here is an example of some tips which you might want to use to engage with your adversary. They come from, “10 Tips On Going For An Argument Win” by Siobhan Harmer (See the full article for details).

Start off pleasantly

Base your arguments on facts

Respect the opinions of the other side

It does not hurt to admit your mistakes

Exercise self-control

Try to have your adversary agree with you

Ignore statements that have no merit

Always keep an open mind during arguments

Give your adversary the time to talk

Play Up Your Arguments

That’s all I’m going to say on the subject for now, so don’t argue (or do . . . it’s up to you).

“When I dare to be powerful – to use my strength in the service of my vision, then it becomes less and less important whether I am afraid.”–Audre Lorde

There seems to be a frightening lack of vision in the world. People want things to be different, but they are unable, or more likely, unwilling to imagine what that different world looks like. Or maybe, they have a good understanding of their own values, and have developed a personal vision, and are simply not sharing it with other like-minded people. Nothing will ever change without a shared vision of how things could be.

The image above is an important concept for leaders to understand and appreciate. If you look at the number of arrows in each of the three sections, you will notice that they decrease as you move from “no vision” to “shared vision.” Movements and campaigns do not start out on a large scale. A shared vision is the result of people in small groups sharing their values with others. It is through the understanding of their common values that people begin to create a shared vision.

Your vision should be:

reflective of shared values;

explained in the least complex way possible;

realistically achievable;

and it should motivate people to act, moving them to look beyond their limitations.

A vision isn’t just a dream. It’s a dream and a plan. When stakeholders share similar values, they can begin to develop a shared vision by asking these three questions:

What is?

What could be?

What events could affect that change?

Simply put, shared values lead to a shared vision, which leads to shared ownership of creating change, and ultimately shared benefits for all stakeholders.